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Knowledge and Change in Organizations
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Author(s): Robert S. Friedman (New Jersey Institute of Technology, USA), Desiree M. Roberts (Rensselaer Polytechnic Institute, NY, USA)and Jonathan D. Linton (Rensselaer Polytechnic Institute, NY, USA)
Copyright: 2009
Pages: 30
Source title:
Principle Concepts of Technology and Innovation Management: Critical Research Models
Source Author(s)/Editor(s): Robert S. Friedman (New Jersey Institute of Technology, USA), Desiree M. Roberts (Empire State College - SUNY, USA)and Jonathan D. Linton (University of Ottawa, Canada)
DOI: 10.4018/978-1-60566-038-7.ch006
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Abstract
This chapter on the role of knowledge in the operation of organizations consists of two main thrusts: the effects of knowledge (accrual, dissemination, and implementation) on organizational change, and more specifically, the manner and effects of knowledge transfer within and among firms conducting innovative product design and development. We begin with Grant’s (1996) view of the importance and processes of knowledge coordination within a firm’s administrative hierarchy, and follow with Nonaka and Konno’s (1998) concept of ba, or a shared space for the creation and emergence of knowledge. Greenwood and Hining’s (1996) examination of the role of radical change on their theory of neo-institutionalism focuses on cognition and its relationships to operative procedures and behavior norms, as opposed to the more traditional view of institutionalism, with its fundamental goals of stasis and equilibrium. Leonard-Barton’s (1992) article attempts an in-depth view and explanation of how one identifies and exposes organizational capabilities in the face of organizational structures that promote management practices that have the potential to stifle innovation rather than institute and nurture change.
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